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Performance Management and Evaluation in Norwegian Local Government: Complementary or Competing Tools of Management?
Author(s) -
Johnsen Åge
Publication year - 2013
Publication title -
new directions for evaluation
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.374
H-Index - 40
eISSN - 1534-875X
pISSN - 1097-6736
DOI - 10.1002/ev.20049
Subject(s) - performance management , norwegian , complement (music) , local government , government (linguistics) , business , politics , organizational performance , organizational behavior management , process management , computer science , knowledge management , political science , public administration , organizational behavior and human resources , marketing , linguistics , philosophy , biochemistry , chemistry , complementation , law , gene , phenotype
This chapter identifies some important factors that can explain the use of performance management, and discusses how performance management and evaluation can complement each other. The chapter draws on the life‐cycle approach to performance management, as well as previous empirical studies of performance management in Norwegian local government. Both performance management and evaluation are subject to organizational and partisan politics, possibly to different degrees. Better utilization of complementarities could improve both performance management and evaluation. Performance management and evaluation compete for institutional power and scarce resources, which affects how well these tools are integrated or developed as competing systems. © Wiley Periodicals, Inc., and the American Evaluation Association .